Ecr thailand cooperation & collaboration project

“Cooperation and Collaboration Project”
Project”
Colgate Palmolive Thailand & Central Food Retail (Tops)

This presentation is confidential and intended solely and expressly for use by the Colgate-Palmolive Company or its
subsidiaries. Any distribution, publication, dissemination or any other use whatsoever of this presentation, in whole or in
part, to others is strictly prohibited.

Developing Our Customers to Win In-Store

Introduction
Establish
1958 in Thailand
Vision
To be the BEST consumer products
company with leading market positions
driven by a passionate, focused,
innovative team
Product Category
Oral Care, Personal care, Home Care,
Pet Nutrition
Brands
Colgate, Plax, Palmolive,
Protex, Care, Ajax
Values
Caring
Global Teamwork
Continuous improvement


1

Tops Store Format
Total 120 stores 2010 Plan = 145 Stores (TBC)
(as of Mar’10)

3 stores

33 stores

60 stores

24 stores


Develop our Customers
Vision

“Ensuring our products are present
with the “ideal solution” at the shelf
of every retail format that sells our categories”

Goal

To be recognized by our customers
as the leader in providing shopper-based solutions
which deliver mutual profitable growth


2

Consumer
and
Customer
are always
parts of our
Successes


How to Engage Customers

Joint Shopper
Strategic Business Store
Alignment Plan Execution


3

Understand the
Customer’s Strategies


Building Strong Partnerships
with Customers through…

Demand driving Supply Teamwork
• Click to add Text optimization • Click to add Text
• Click to add Text • Click to add Text
• Click to add Text • Click to add Text

Long Term Partnership


4

Scope of Engagement
Tops & Colgate Palmolive

Drive Demand Optimize Supply Improve
Teamwork
Innovation Servicing the
Renovation shopper better Building trust to
Differentiation at the lowest achieve more
possible cost with the same
resources


Category Growth Initiatives

Drive
Category Brand Activation
Demand at store level

Title

Innovation Collaboration


5

Supply Chain Collaboration

Excellence Synchronize
operation Supply- Demand
Supply-

Excellence Responsive
In-store
In- Customer
Execution Services


Strategic Alignment Provides
the Foundation for JBP

Further
Engagement

Rationale for
Sharing Results

Mutually Profitable
Initiatives

Common Framework
for KPIs and Goals

Aligned Strategies


6

Joint Business Planning Workshop
• Jointly agreed objectives

• Jointly agreed strategies and
action plans

• Joint scorecard (demand &
supply side)

• Regular review of
performance vs. objectives
and action plans

• Cross organizational
engagement


JBP Engagement Levels
JBP Element Standard Intermediate Advanced

Strategic Alignment “Managing the • Mid-to-long term • Engagement
Customer as a strategic intent principles agreed at
top-to-top
Business” (KAM 1) • Agreement on
Priorities • Long term
Customer Strategy
strategies shared

Setting KPIs & Basic sales targets Functional agreement Cross-functional
Goals to sub-category on goals/metrics agreement on
integrated goals and
metrics

Initiatives Activity Grid for RE Value-added projects Integrated cross-
with communication functional solutions
of results to sr. mgt

Two levels above Most senior sign-off
Sign-off Level Buyer/Category available
Manager sign-off

Keeping Track Monthly review with Monthly review with
Performance vs. Buyer/Quarterly with
Goal Buyer/Quarterly with
two levels above
two level above managers/Semi-
managers annual with senior
managers


7

All key activities have been aligned
& implemented through JBP Flows

Step 1
Step 1 Step 2
Step 2 Step 3
Step 3 Step 4
Step 4
Top to Top JBP Workshop Quarterly Review Monthly Review

Align in Broad Align Strategy Commercial, Commercial &
Strategy in Operational Category & Supply Chain
CEO/ GM, level of Supply Chain
Director level Commercial, Senior
in key functions Supply Chain & Management
Operation functions


Best Practice : Hi Level of Strategic Alignment

Current Process :
• Regular T2T engagement – Twice a year
• Tops’s President and Commercial VP always attend this strategic alignment meeting with
Colgate’s top management

Riccardo Ricci Alistair Taylor Des Gist Chiranun Poopat
General Manager President CDD VP, Commercial
Colgate Palmolive Tops Supermarket Colgate Palmolive Tops Supermarket


8

Best Practice – Goal & KPI’s Setting
KPI’
Current Process:
• Agree on commercial target and broad strategic direction in TTT.
• Cascade down to JBP workshop with both commercial & supply chain participation. Both
operational teams have mutual agreed on business plan and KPI’s signed off.
• Quarterly Category and Business Review have been conduct in order to check milestone.

+10%
Invoice Sales +12.9%
(MB)
+7.8% 228
202
200 179
166
160

120

80

40

0
20 0 7 2 0 08 2 0 09 20 10 LE


Best Practice – JBP Process and Resources
Current Process :
• Full cross functional involves in JBP process
Tops : Marketing, Merchandising, CATMAN, Operation, Supply Chain.
CP : Marketing, Shopper Marketing, Customer Marketing, CATMAN, CDT, Supply Chain.
• Outputs with solid agreed plan and KPIs for each function
• Keep monitoring on initiative project coming out from JBP meeting and update in next TTT.


9

Best Practice – Plan Achievement
Current Process:
• Quarterly Meeting : Cat Review/ Commercial Review
• Monthly Update Meeting : Commercial and Supply Chain
• 100% of plan implemented with post evaluation on core activities

100% Achieved JBP Summary Plan 2009
Full Year Summary


Best Practice – CATMAN & Key Initiatives
Current :
• Level of Catman : Level 3-4 with Quarterly update meeting
• Initiated Oral Care training to Tops’ Store Manager
• Mutual agreed in Shopper Marketing project : Health Bank
• Mutual DC visit in order to strengthen company operational practice and relationship
between both parties.

Shopper Marketing project Mutual DC visit
Oral Care Training for
Store Manager


10

Key Visibility Achievement : In-store Visibilities
In-
TB Power Panel OC Full End Cab PCP Full End Cab Display Unit
Jan – Dec 2009 Jan – Dec 2009 Mar – Dec 2009 Jan – Dec 2009
57 Stores 28 Stores 9 Stores 10 Stores


PLAX Success Story
Colgate PLAX
Key Activities : Premium Range Listing, distribution, Tops’ CRM

PLAX is a key driver of Total Mouthwash Cat. at Tops Source : AC Nielsen

12,000,000

10,000,000

8,000,000

Colgate Plax
6,000,000
Others
4,000,000

2,000,000

0
v

v
l

l
n

n
p

p
ar

ar
Ju

Ju
ay

y
No

No
Ja

Ja
Se

Se
Ma
M

M
M

2008 2009


11

Toothpaste
Oral Care : Driving Premiumization
Q1 : Total Advance RL, Q2: Salt Herbal RL, Q3 : Sensitive RL, Q4 : OHM

Source : AC Nielsen
80,000,000

70,000,000

60,000,000

50,000,000
+22.5%
40,000,000

30,000,000

20,000,000

10,000,000

0
FY2008 FY2009

Mainstream Therapeutic
Stain Kid

Body Cleansing
Bar Soap / Shower Cream
Q1 : Protex SC Icy Cool, Q2 : Protex BS Clean & Pure, Q3 : Protex Hand Gel new variant, Q4 : Protex Try Me Campaign

Protex Liquid Soap Protex Bar Soap

P ro t ex Li q uid So ap P r ot e x Ba r S oa p

20,000,000 20,000,000
18,000,000 18,000,000
16,000,000
14,000,000 +16.6%
16,000,000
14,000,000
Graph +9.4%
12,000,000 12,000,000
10,000,000 10,000,000
8,000,000 8,000,000
6,000,000 6,000,000
4,000,000
4,000,000
2,000,000
2,000,000
0
0
2008 2009
2008 2009

Developing Our Customers to Win In-Store Source : Tops Data

12

Protex Talcum
Mentholated Talcum
Protex Cool Deo Launch

Source : AC Nielsen

Protex Tulcum

14,000,000

12,000,000

10,000,000

8,000,000
Graph
+6.1%
6,000,000

4,000,000

2,000,000

0
2008 2009


Capture Influenza Opportunity
Protex Hand Gel & Protex Hand Soap

TVC


13

Participate in Tops Initiative : Beauty Bazaar


Mom & Kids Fair Changwattana Jul 29-Aug 4,09
29-


14

Celebrity Store Walk – Create New Shopping Experience


Tops Oral Care Training
• Expected outcomes for CP:
Training session – Improving Oral Care knowledge
among store managers and
Role play Session to apply all
Department Manager
the learning into actions
– Improving awareness and attention
Pre and Post Test session to Colgate products among store
managers and Department Manager
– Improving category off-takes and
OOS, especially Colgate products
– Being perceived as a “preferred
supplier / trustworthy supplier


15

Best Practice
Supply Chain Engagement
Current Process:
• TTT Supply Chain is also in process
• Monthly Joint Scorecard and Supply Chain meeting

Done / On Going Agreed Project

Projects Status
Monthly meeting
Joint scorecard
Building a Supply Chain Alliance
Top to Top Supply Chain meeting
Mutual DC Visiting
Joint demand Planning
Improve On Shelf
(seasonal, promotion and new pdt)
Logistics Efficiency Driver
Sustainability MOQ
Backhaul
Technology VMI


Supply Chain Initiative - Mutual Plant visit
- Understand Colgate working flow, production process and operation facilities

- Well communicate with Colgate team and Shorten lead time to solve problems and smooth
business transactions

- Trust on Colgate products and production to support their business growth

- Strengthen relationship between Retailer and Manufacturer in all levels (Management, Operation
level)


16

Service Level FY 2009
Case Fill On Time

100.0 100.00
95.0 98.00
96.00
90.0 94.00
85.0 92.00
80.0 90.00
08 A 09 A 08 A 09 A
Colgate 91.6 94.7 Colgate 96.00 98.20
Tops 89.1 96.8 Tops 94.00 97.00
Goal 97.0 98.0 Goal 99.80 97.00

Goal 2008 = measure by day
Case Fill +3% from 2008 Goal 2009 = measured by time (+30 mins)

2009 is above the goal.
On Time +2.2% from 2008


Inventory Optimization
Inventory coverday

20

15
Forward Buy
10 Normal
Goal
5

0 YTD
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Dec

Forw ard Buy 0.1 5.4 5.0 5.1
Normal 13.58 8.3 10.87 11.15 15.96 12.89 12.2 11.06 14.8 10.8 7.4 8.9 12.8
Goal 9 9 9 9 9 9 9 9 9 9 9 9 9

• Start Forward Buy (Protex Hand soap, Hand Gel) since May 2009
•Inventory exclude Forward Buy = 8.9 days VS Goal 9 days


17

All works and processes have been controlled by
dedicated customer management team

Customer Development Team Team
Leader

Customer Customer
Customer Shopper
Services Financial
Development Development
& Logistics Services


Achieving Profitable Growth …
YESTERDAY TODAY

Internal Focus… External Focus
Manufacturing-Driven… Shopper-Driven

Responsive Supply
Reactive Supply Chain…
Chain
Value and Growth
Lowest Cost…
Creation


18


19

Ecr thailand cooperation & collaboration project

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